Posts Tagged ‘e-commerce’

I’ve wanted to write about Rocket Internet ever since reading an article that appeared in SGEntrepreneurs, written by my friend Bernard Leong, titled Are the Samwer Brothers, a.k.a Rocket Internet really that bad for Southeast Asia? That article appeared towards the end of March 2012, and anyone that knows me closely knows that I’ve been having an epic year traveling for business (more on that later). What prompted me to write this today? Reading Bernard’s next article in the series titled Is there any method in Rocket Internet’s madness? That and I’m taking a much needed break, sitting in a venue older than the nation Malaysia itself, overlooking the place where Malaysia fought for independence from the British, and sipping a cold Hoegaarden from the tap.

If you haven’t read those links, consider it a pre-requisite. Go on, I’ll wait.

In the US-based media, Rocket Internet are looked at as copycats. Should we shun copycats that don’t improve on things? No. Very little uniqueness comes out of things, and its rare that true innovation happens. The iPhone, the iPad, the Macbook Air. Those are true innovations that every other manufacturer out there is trying to copy. Its very much similar in the software world where things get rehashed. Timing & execution play an important role to success, naturally.

Free market economics are also interesting. You can launch products that are clones of Pinterest, but if Pinterest is where it’s at, that’s where people are going to be. I remember in the early days of Twitter, there was many a clone, even one in Malaysia called Pacmee, funded by an investor friend of mine. They put 18-months of good work into it, added the local spin to it, and bam, Twitter won anyway. Welcome to free market economics.

This is similar to AirBnB clones like Wimdu (Rocket Internet). You might add your local spin to things, like my friend recently launched in Japan, homerent.jp, but in 18-24 months you’ll see if a local spin makes a business. I’m rooting for my friend, especially since the Japanese market is very closed, so here’s a cheers to them. Plus they have a great story to boot. (A friend is an investor at iBilik focused on the south-east asian market – I too wish them all the success).

At the end of the day, free market economics picks which service wins. What you do to make yourself a winner is down to creative smarts, growth hacking, and most importantly gaining user traction.

South-east Asia is unlike any other. We call ourselves ASEAN, but we have no single currency, we all speak different languages, we have no Schengen agreement and even though there may be free-trade-agreements in place, we all come with our own obscure laws. We don’t even have a beer you’ll call an Asian beer :-) As Bernard pointed out, we seem very much like Europe.

What is Rocket Internet getting right? Execution – at a great speed. Scale. With failing fast built-in.

These people don’t complain about payment gateway issues for their e-commerce sites, they just find ways to make it work. They won’t wait, and that’s a winning attitude.

I know the pain of dealing with Malaysian payment gateways. I guess I should say we should be thankful that we even have payment gateways. Most people don’t even bother dealing with these gateways and end up doing dodgy hacks like saying they’ll accept transfers from cash deposit machines, direct bank transfers, or worse, cash on delivery. This is not e-commerce. This may be commerce facilitated by electronic means, but it is in no way seamless or meets my standards of being called e-commerce.

That aside, I applaud the Samwer brothers doing this. Sure it isn’t very friendly to the smaller entrepreneur. Now you just have to learn to be more cunning. Execute better. Overall, I feel small entrepreneurs will do even better with this market as there’s lots of benefit to Rocket Internet spending the money to educate people about e-commerce (just see my thoughts on zalora & zalora II).

The one’s complaining were the ones already used to building copycats with a lot less money & execution flair.

That’s not to say this model hasn’t got its issues. As Bernard points out, they’ve had executives come & go, lots of complaining employees, and they’ve even shut down services. I’ve been told by many that they’re also cheap. And customer service is generally terrible (this is anecdotal, like how an iPod hasn’t arrived in 73 days – I have never purchased anything from a Rocket Internet company). I’ve heard that seller relations aren’t all that awesome either.

Everything has hiccups. Its how quickly you learn from them and execute better. It’s not easy to build a Zappos culture overnight, and frankly speaking, South-East Asian customer service is in the doldrums overall. Many businesses can take to learning from how 5-star hotels run their operations in Asia (see service at InterContinental Bangkok, InterContinental Singapore, Grand Hyatt Singapore, Hyatt Regency Kuantan Resort and the like). The culture of Delivering Happiness is generally non-existent.

Bernard suggests this too:

The inconvenient truth is that the Samwer Brothers are excellent in cloning the operations and the IT platforms behind, but they are not good at cloning companies where the real strength is in the services part of the company.

Are operations cloned rather well? The IT platforms from my knowledge are all built within the market. This is why some markets have to deal with Google Spreadsheets and some markets have real built-in systems.

Will there be a successful exit for one of these clones? Who’s to say. Anything is possible. It seems that JP Morgan has bet on Rocket Internet, but that’s not an underwriter that has much clout in general today. See where Facebook is.

If you’re a South East Asian entrepreneur, don’t look at Rocket Internet companies as competition. They’re cloners. If you’re planning on building something remotely original, or a mashup, good on you. Execute smarter. If you’re planning on doing a clone, make sure you excel in the local touch. There’s no shortage of advice and if money is tight, remember to do things in a lean fashion. Your buddies at Rocket Internet are well funded (yes, the Euro is declining, but its still better than any single south east asian currency out there), but have a different passion & goal in their execution. Passion will show in good customer service.

If you are Rocket Internet, good luck with the cloning. I’m never a fan of unoriginal copies, but you’ve brought clear execution to what was already happening in the space anyways. This is why I respect you. I wish you the best of luck, and congratulations with getting investment dollars. It means you’re here to stay. Continue ensuring that people are comfortable with e-commerce transactions. Lobby to improve it with governments. But please don’t turn people off with terrible customer service. Asian customers can take a lot of crap, just don’t go overboard.

If you’re a US-based company reeling as to what Rocket Internet is doing in South East Asia, remember that you caused this to happen. You chose not to expand here and now you’re paying the price. Plain and simple. I’ve had my fair share of conversations with US-based companies that seem to think Asia is the last place to expand to. That’s a mistaken notion people.

All in, there’s plenty that’s happening in the US that is still not available in South East Asia. Plenty more to clone. Much more to disrupt.

I was recently in Taiwan for my very first trip to the country. Staying at the grand hyatt taipei meant I got to see the taipei 101 all the time. Boy is it tall, and boy was it amazing to see the building that displaced the Kuala Lumpur Twin Towers for being the tallest building in the world.

I had the pleasure of hanging out with a chap from Zalora Taiwan, who told me how e-commerce works there and how 7-Eleven stores help push e-commerce forward. The wikipedia entry tells all (I highlight the e-commerce relevant): Takkyubin, direct marketing shopping service, pre-ordered purchases. 80% of urban household shoppers visit a 7-Eleven each week.

It seems that in Taiwan, you can make your purchase orders and have them sent to the nearest 7-Eleven that is convenient for you. This is a boon for Zalora and all forms of e-commerce. All this thanks to the magic of Takkyubin. You can also handle “cash on delivery” operations at the 7-Eleven (so, you make a payment in the morning before leaving to work, when the Takkyubin delivery comes, the local 7-Eleven gives them money, and when you come back from work, you collect your item at the 7-Eleven store – isn’t this genius?).

The amount of 7-Eleven stores and the convenience of receiving or paying for your product within a 24-hour timeframe is awesome. You don’t even need a credit card.

Contrast this to Malaysia: cash-on-delivery is almost unheard of when it comes to “true e-commerce”, you need to have a credit card or process a bank transfer, you must be home from 9am-6pm, i.e. when the delivery company sends you items. If you live alone, e-commerce is tough if you have a job — unless you ship stuff to your office.

I see that in Malaysia, there exists TA-Q-BIN. Zalora Malaysia ships with GDEX (much like Pos Malaysia in terms of operation hours), but also with TA-Q-BIN. The rates aren’t friendly to e-commerce, but they do have the cash-on-delivery option, something that has been sorely lacking in the Malaysian market. However no 24-hour pickup schedule, because they lack much physical presence.

Imagine a partnership here between Berjaya (owners of 7-Eleven) with Pos Malaysia (saner rates)? This alone could boost e-commerce in the country, especially if Pos Malaysia’s Poslaju folk start taking cash (yes, I know, its trusting the postman to carry money… have a little faith will ya?).

continuing my awe with the great go-to-market execution of zalora malaysia, i happened to visit a starbucks over the weekend (my first in quite some time; i prefer drinking my rm2-5 coffee at the club). i also purchased my first frappuccino, normally preferring to go for a long black or a caramel macchiatto. why?

you can thank zalora & lazada. i saw an awesome banner offering a rm30 and rm50 discount.

one thing is clear though is that i could have probably done without the frappuccino. the starbucks staff weren’t proactive in giving me the voucher, and when prompted they just told me to take it. anyone could grab it basically…

that said, this is smart. in addition to whatever zalora is doing, they’re also going after the starbucks/yuppie/coffee drinking crowd. whom are mostly surfing the internet (no shortage of laptops at this particular starbucks). target market? check.

I’m not your typical shopper, but I’ve worked with a tonne of e-commerce in my days. From shopping carts to getting the word out, I’ve probably got to start listing more down here.

One of the first shopping malls in Malaysia to me was jipaban. The terms (for sellers) weren’t awesome (have a bunch of stuff scribbled in my notebook that never materialized into a post), and I have no idea how they’re doing in Malaysia today. Strength? Blog advertising network link. Shortly thereafter, I saw postme, run by pos malaysia. I saw ads in the edge and even regular newspapers like the star. Clearly more promise but again, no idea how they’re doing today.

Then came zalora. Its hard to avoid them. Ads on the radio. Loyalty with bcard (seen at borders, starbucks, etc.). Today in email, hsbc cardholders get 15% off on zalora. Almost every other google ad that I see happens to be from zalora.

They’re going strong with mass media. And that’s brilliant because in Malaysia, online shopping/e-commerce have many impediments and zalora is out there spending money to make it better and convince people that buying online makes more sense. Malaysia totally needs this sort of forward thinking. Going beyond just the blogs that are part of blog advertising networks.

Whether zalora succeeds or not in the long term, the money spent on a&p, getting the word out and persuading more people to become online shoppers is highly welcome. It will certainly help lots of independent retailers do well too.

Zappos sells shoes online. Their new employee hiring process? Spend a month getting trained, and immersed on the company’s culture, strategy and its obsession with customers, and at the end of it all, ask if people want to quit, plus give them a $1,000 bonus to do so. Why?

Shows one’s commitment level to the company

This way you’ll keep the most motivated employees around

Some people may have signed up for the job, and after a month’s training realise, that its not for them… Its an easy exit path

Keep employees engaged

Zappos only loses about 10% of their new employees this way. And they’re all the better. The leaving bonus started at $100, moved up to $500, and now its $1,000 (they will increase this as the company expands). They are large – 1,600 employees and growing.

From what I gather, they have a very connected culture… Their CEO has a blog, most of their employees are on Twitter, and they really are obsessed with customers – read I Heart Zappos. This is Customer Relationship Management 2.0!

Definitely a thing or two to learn from the way Zappos operates. From a business perspective, it just goes to show that while it might have made sense to sell books online (Amazon), it also definitely makes sense to sell personal items like shoes (Zappos) and designer clothing (Net-a-porter) online too. Items that one might think are too personal to buy at the click of a button…